Lmx and Job Tension: Linear and Non-Linear Effects and Affectivity

Hochwarter, Wayne A.

doi:10.1007/s10869-005-4522-6

Cited by 31 publications

(16 citation statements)

References 48 publications

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“…This is not the first situation where otherwise positive aspects of leadership have been found to be harmful or dangerous. For instance, LMX has shown functional ambivalences and curvilinear relationships with followers’ outcomes, in line with Warr’s theorization (see for instance Hochwarter and Byrne [44], who found a curvilinear relationship between LMX and job tension, where very positive relationships are associated with a renewed increase in tension).…”

Section: Introductionsupporting

confidence: 71%

When a leader job resource can be ambivalent or even destructive: Independence at work as a double-edged sword

2019

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Independence at work is commonly considered a job resource which fosters motivation and employee well-being. Somewhat paradoxically, it is embedded in a relationship, and employees’ independence also hinges on their leaders’ willingness to grant it. Analyzing this resource as part of the leader-follower relationship can be useful in exploring its beneficial, ambivalent, or detrimental reciprocal effects. We present two Actor-Partner Interdependence Models (APIM) which analyze leaders’ and followers’ independence as antecedents, and work engagement and emotional exhaustion as outcomes. We test our models on 112 pairs of UK workers, finding a significant partner effect between leaders’ independence and followers’ exhaustion. Our findings confirm the utility of a dyadic perspective for investigating leadership and well-being at work, and suggest improvements for leadership training and measures fostering job well-being.

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Section: Introductionsupporting

confidence: 71%

When a leader job resource can be ambivalent or even destructive: Independence at work as a double-edged sword

2019

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“…As employees experience less stress as a result of the support they receive from their leader, their perceptions of LMX quality are expected to increase. Although most empirical research has not focused on employee stress per se, the existing research supports a negative relation between employee negative affectivity, which is closely intertwined with stress, and LMX quality (e.g., Bernerth et al 2007;Hochwarter 2005;Hui et al 1999). These studies suggest that "if a person tends to view life negatively, this person may be less likely to build effective work relationships with others" (Hui et al 1999, p. 8).…”

Section: Leader Mindfulness Employee Stress and Lmx Qualitymentioning

confidence: 99%

Leader Mindfulness and Employee Performance: A Sequential Mediation Model of LMX Quality, Interpersonal Justice, and Employee Stress

et al. 2018

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In the present research, we examine the relation between leader mindfulness and employee performance through the lenses of organizational justice and leader-member relations. We hypothesize that employees of more mindful leaders view their relations as being of higher leader-member exchange (LMX) quality. We further hypothesize two mediating mechanisms of this relation: increased interpersonal justice and reduced employee stress. In other words, we posit that employees of more mindful leaders feel treated with greater respect and experience less stress. Finally, we predict that LMX quality serves as a mediator linking leader mindfulness to employee performance-defined in terms of both in-role and extra-role performance. Across two field studies of triadic leader-employee-peer data (Study 1) and dyadic leader-employee data (Study 2), we find support for this sequential mediation model. We discuss implications for theorizing on leadership, organizational justice, business ethics, LMX, and mindfulness, as well as practical implications.

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“…A recent study conducted by Hsiung and Tsai (2009) has also shown that high-LMX employees developed better understanding of their job responsibilities and supervisors’ expectations as a result of extensive information sharing within high-LMX dyads. In contrast, as low-LMX employees meet with their supervisors less often, they receive less performance feedback (Bolino & Turnley, 2009; Hochwarter, 2005). Without the continuous support and encouragement of leaders, employees with low LMX lack the necessary information and are likely to experience greater uncertainty in their work (Ashford et al, 2003; Audia & Locke, 2003; Larson, 1989).…”

Section: Development Of Hypothesesmentioning

confidence: 99%

Is More Feedback Seeking Always Better? Leader-Member Exchange Moderates the Relationship Between Feedback-Seeking Behavior and Performance

Lam

Peng

Wong

et al. 2015

Journal of Management

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Feedback is information made available to employees in their work environment, whereas feedback-seeking behaviors (FSBs) help employees to evaluate proactively whether their work has met performance standards and their behavior is considered appropriate. Prior studies have provided a perspective on how the feedback-seeking contexts affect the emergence and development of FSBs. In this study, we extend that perspective by investigating when FSBs affect job performance so that we can understand whether more feedback seeking is always better. Adopting the relational view of leadership, we hypothesize that the FSB-performance relationship should be stronger for employees with low leader-member exchange (LMX) and in groups with low aggregate LMX and low LMX differentiation. Using a multilevel research design and a sample of 379 teachers in 25 groups, we find support for most of our hypotheses. We discuss the implications of the study for the FSB and the proactive behavior literature and suggest avenues for future research.

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Lmx and Job Tension: Linear and Non-Linear Effects and Affectivity

Cited by 31 publications

References 48 publications

When a leader job resource can be ambivalent or even destructive: Independence at work as a double-edged sword

When a leader job resource can be ambivalent or even destructive: Independence at work as a double-edged sword

Leader Mindfulness and Employee Performance: A Sequential Mediation Model of LMX Quality, Interpersonal Justice, and Employee Stress

Is More Feedback Seeking Always Better? Leader-Member Exchange Moderates the Relationship Between Feedback-Seeking Behavior and Performance

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